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1 Project Management C53PM Session 3 Russell Taylor Staff Work-base – 1 st Floor E-mail: [email protected]
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1
Project Management C53PM
Session 3
Russell TaylorStaff Work-base – 1st Floor
E-mail: [email protected]
Business Department 2
Session 3
• Chapter 3– Project Quality Management
Business Department 3
Assignment
7. Quality Management Plan– This should include identification of quality
standards, provision of quality assurances and suggested methods of control
• 1 page statement on the importance of quality in the project and how it is to be maintained
Business Department 4
High visibility projects
Quality impact
• Impact on reputation • Impact on business • Protect client reputation
Business Department 5
Project Quality – trade-off
Time
•Scope Including Quality
Cost
Business Department 6
Quality
Business Department 7
Quality
• “Totality of characteristics of a product or service that bears on its ability to satisfy stated or implied needs”
• Judging Quality – Reliability - ability of a product or service to
maintain the standard of its performance for a specified period of time and under stated conditions
– Grade - category or rank given to a entities having the same functional use but different requirements for quality
• Quality is consistent conformance to customer expectations– Cost & time are key
Business Department 8
Total Quality Approach
• More about process than product • Quality of Processes must be
addressed….
• …..in order to deliver a quality end product
•All processes need to work together
•All processes need to be controlled for quality
Business Department 9
Quality at all processes in the Projects life-cycle
Initiation & Definition
•Develop Scope Statement •Conduct feasibility study
DevelopmentPlanning
•Generate Activities & Interdependencies•Determine Responsibilities•Define resources•Develop Schedules & Budgets•Identify Risks
Execution & Control •Track & Manage Project
Closure •Perform Post-Project Review
Business Department 10
Quality in Project Deliverables
Initiation & Definition
•Project Charter
DevelopmentPlanning
•Project Plan
Execution & Control •The Project
Closure •Project Documentation
Business Department 11
Quality Management
• More process than product
– Include quality at all processes in the Project-life cycle
– Take on board lessons learned
– Seek continuous improvement in the processes
– And the deliverables
• Organisations contribution to quality– Seek sources of bad & good quality
– Correct impaired processes and improve quality
Business Department 12
Quality Management complements Project Management
• Stakeholder satisfaction– Scoping – meeting need
• Customer Satisfaction– Conformance to specifications
• Prevention over inspection– Cost of avoiding mistakes
• Managements Responsibility– Team responsibility, resource management
• Implement Process with phases – Project – life cycle– Deming’s plan do check-cycle
Business Department 13
Deming’s plan-do-check-act cyclePlan
1. Select an opportunity for improvement
2. Identify customer requirements
3. Define Problem
4. Collect data
5. Analyse for root causes
6. Find solutions
7. Prepare plan for implementation
Do
8. Implement Solution
Check
9. Monitor results, evaluate against plan
10. Determine reasons for deviation
Act
11. Take corrective actions for deviation
12. Standardise the process – make successful solutions permanent
13. Reflect
Business Department 14
Time
Per
form
ance
“Continuous”improvement
Standardize and maintain
Improvement
Continuous Improvement
Business Department 15
Costs of Quality
• Scrap and rework– rescheduling, repairing, retesting
• Defective products in the hands of the customer– recalls, warranty claims, law suits, lost business
• Detecting defects– inspection, testing
• Preventing defects– training, product/process redesign
• Management
Business Department 16
The Cost of Quality
• Total Cost of Quality= Failure costs + Appraisal costs + Prevention
costs
• Prevention over inspection– Cost of avoiding mistakes ‘v’ cost of
correcting them
• Minimised Total Cost of Quality Prevention costs + Appraisal costs = Failure
costs
Business Department 17
Project Quality Management Plan
Project Quality Management Plan
Quality Planning
Quality Assurance
Quality Control
Business Department 18
Quality Management
Quality Planning – identifying which quality standards are relevant to
the project and determining how to satisfy them Quality Assurance –
evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.
Quality Control – monitoring specific project results to determine if
they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance
Business Department 19
Quality Planning
• Identify the relevant quality standards – Organisational Standards– Industry Standards
• ISO 9000 series– Guidelines for quality covering the
manufacturing and presale inspection of products and services
– Specify what is required, but not how to do it– Certification is administered by a third party,
and must be renewed every three years
• Determine how they are satisfied– Processes & deliverables
Business Department 20
Quality Planning
• Quality Policy – State overall intentions and direction
(what not how)– Documents project objectives– Documents project deliverables &
deadlines– Operational Definitions (Terms, quality
measurements)– Provide specific quality guidelines for key
quality issues
Business Department 21
Quality Assurance
• Planned activities & processes which provide confidence/assurance in an attempt to achieve quality
– Project team– QA Department
• Continuous evaluation of the project • Administrative processes & procedures
– Benchmarking– Cause & effect diagram
• Quality Audits– Independent evaluation
• Quality Improvement– Taking actions for effectiveness & efficiency
Business Department 22
Quality Control
• Monitoring specific project results to determine compliance with quality standards
• Eliminate causes of unsatisfactory performance
• Technical aspect of quality management• Continuous Improvement• Quality control systems
– Select what to check and control– When should the checks take place – How is quality measured– Set standards for decision making and
corrective action– Compare results to quality standards
Business Department 23
Statistical Process Control (SPC)
• Check the product or service during its creation
• Use of Control charts
Time
So
me
mea
sure
of
op
erat
ion
’s p
erfo
rman
ce
Business Department 24
Statistical Process Control (SPC)
Business Department 25
Statistical Quality Control
Cause & effect
analysis
Run Chart
Tally sheet
Pareto chart
Process flow chart
Histograms
Scatter Diagrams
Control Chart
IDENTIFICATION ANALYSIS
Overlap Analysis
Business Department 26
Tally Sheets
Supplier
Defect A B C Total
Incorrect Invoice IIII I II 7
Incorrect Inventory IIII II I 8
Damaged Material III III 6
Incorrect Test Doc I III II 6
Total 13 6 8 27
Business Department 27
Business Department 28
Business Department 29
Scatter Diagrams
Shows strong correlation:x and y are related
Shows no correlation:x and y are unrelated
Business Department 30
Quality Philosophies
• TQM – If production does it right the first time and
produces products and services that are defect-free, waste is eliminated and costs are reduced.
– Managing people and processes to ensure customer satisfaction (internal & external) at every stage.
Business Department 31
Take a break
